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This paper aims to present an interactions and networks approach (INA) to the issue of change for sustainability, which can bring business out of the firm‐centric impasse and lead to collaborative action and transformation.

This paper builds upon the extant relational theories in management, and presents a holistic multi‐level framework (the system/network, issue‐based or strategic nets, dyadic relationships and the network organization) to conceptualize change for sustainability.

By adopting INA business is able to discuss: the nature and role of the network in building systems level change; the role of dyadic relations as a central mechanism for change; and the nature of organizational level capabilities necessary to enhance learning for sustainability.

Areas of future inquiry include examination of the dynamics of intra‐stakeholder relationships over time, specifically the development of actors' attitudes, behavior and cognition in business networks alongside how actors perceive and capitalize on network embedded learning. Further scholarly attention in these areas can further the appreciation of how an INA can assist in building more sustainable organizational futures.

The paper builds on the concept of “ecological literacy” at an organizational level, and considers the specific capabilities required including network visioning, orchestration and the ability to perceive the “other” as partners in creating new market realities. Moreover, it discusses the role and importance of firm “change agent power” in this regard.

By building on an INA approach, the paper provides an important conceptual stepping stone towards the ongoing realization of sustainable organization and market forms.

The purpose of this paper is to offer an introduction and background as well as a narrative to the development of an economic, social, technological and cultural phenomenon that has been sweeping across national frontiers since first being identified by Theodore Levitt in 1983.

The approach is to trace theoretical development but there is lack of a consensus on this subject and so the perspectives of key authors in this area are reviewed alongside each other to test for signs of possible convergence.

Globalisation is a set of processes rather than just one. The practice is different from what the authors may have expected in that sales of the leading multinationals are not global but regional. Organisational forms reflect differences in strategic thinking with less uniformity being necessary or imposed. Individuals today recount their daily tasks in terms of using the names of global brands or products as nouns and verbs in everyday language. Attitudes towards globalisation are constantly changing. Equally, globalisation continues to evolve.

What is presented here is an overview of the literature as it applies to international trade where globalisation was earlier hoped to bring an economic rescue to billions of people and liberate them from poverty. Marketing, organisational behaviour, risk assessment and strategic decision making all have important roles to play here and so further research is required to monitor a new global trading situation.

It is hoped to contribute to further thought, discussion and conceptualisation of research in this area. The idea of globalisation and regionalisation is not new but the prevalence of this phenomenon in our daily lives is striking.

As the concept has advanced and developed, more studies have been made of this phenomenon and from different perspectives. Here, it is hope to recount those different perspectives as well as reach certain conclusions as to where it has reached and how far it may be expected to reach.

This paper aims to provide an introduction to the special issue on the theme of sustainability and the need for change.

The paper gives an overview of sustainability and its managerial and policy dilemmas for organizations. It also outlines the topics covered in the papers in the special issue.

The question that the papers seek to answer is: how can organisations deal with the sustainability challenge? The papers cover the key sustainability dilemmas: how to balance short term priorities with long term vision, organisational change with stability, strategic goals with day to day implementation, domestic with international responsibilities; how to manage the corporate brand, image and reputation; how to influence policies nationally and internationally, and foster relations, all in the realm of effecting the change in attitude and behaviour that sustainability demands.

The paper introduces an eclectic collection of papers that are intended to inform, challenge and stimulate continuing debate.